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| Criterion |  Innovation Design Thinking |  Operations 8D Problem Solving |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 1-6 Wochen | 90-180 min | 15-30 min |
Participantsdifferent | 4-10 | 4-10 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | InnovationPrototypeResearch | QualityProblem solvingRoot cause | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |